MP Organizational Behavior and Management w/OLC/PW Card

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The revitalized and new author team of Ivancevich, Konopaske and Matteson has listened and responded to reviewers', instructors', and students' suggestions on how to continue to make Organizational Behavior and Management, 7e a more user-friendly and application rich introductory OB textbook.To accomplish this, OBM 7e has achieved the difficult goal of balancing between preserving its key strengths (i.e., thorough, current, good mixture of research and practice, integrated text with relevant readings/cases/exercises) and revitalizing its content and internal appearance in several high-impact ways."Preserving while revitalizing" captures the spirit of what I/K/M used as a guiding principle while writing OBM 7e.

Preface

xiii

PART ONE THE FIELD OF ORGANIZATIONAL BEHAVIOR

1

(74)

Introduction to Organizational Behavior

3

(35)

Environmental Forces Reshaping Management Practice

5

(5)

The Origins of Management

8

(2)

The Importance of Studying Organizational Behavior

10

(3)

Leaders and Organizational Behavior

10

(2)

The Hawthorne Studies

12

(1)

Framing the Study of Organizational Behavior

13

(5)

The Organizational Environment

13

(5)

Organizational Processes

18

(1)

Communication Process

18

(1)

Decision-Making Process

18

(1)

Leadership Process

19

(1)

Organizational Structure

19

(1)

Organizational Change and Innovation Processes

20

(1)

Effectiveness in Organizations

20

(1)

Systems Theory and the Time Dimension of Effectiveness

21

(5)

Time-Based Criteria

23

(3)

Summary of Key Points

26

(1)

Review and Discussion Questions

26

(1)

Reading

27

(8)

Exercise

35

(1)

Case

36

(2)

Organizational Culture

38

(37)

Culture and Societal Value Systems

39

(2)

Organizational Culture

41

(5)

Organizational Culture Defined

41

(1)

Organizational Culture and Its Effects

42

(2)

Creating Organizational Culture

44

(2)

Influencing Culture Change

46

(1)

Sustaining the Culture

47

(3)

Socialization Stages

49

(1)

Characteristics of Effective Socialization

50

(8)

Mentoring

50

(2)

Cultural Diversity

52

(3)

Spirituality and Culture

55

(3)

Summary of Key Points

58

(1)

Review and Discussion Questions

58

(1)

Reading

59

(8)

Exercises

67

(2)

Case

69

(3)

Part One Video Case

72

(3)

PART TWO UNDERSTANDING AND MANAGING INDIVIDUAL BEHAVIOR

75

(244)

Individual Differences and Work Behavior

77

(32)

Why Individual Differences Are Important

77

(1)

The Basis for Understanding Work Behavior

78

(1)

Individual Differences Influencing Work Behavior

79

(17)

Heredity Factors

79

(2)

Abilities and Skills

81

(2)

Attitudes

83

(5)

Personality

88

(2)

Personality and Behavior in Organizations

90

(6)

Summary of Key Points

96

(1)

Review and Discussion Questions

97

(1)

Reading

97

(5)

Exercise

102

(2)

Case

104

(5)

Perceptions, Attributions, and Emotions

109

(27)

The Perceptual Process

109

(3)

Perceptual Grouping

112

(7)

Stereotyping

114

(1)

Selective and Divided Attention

115

(1)

Halo Effect

115

(1)

Similar-to-Me Errors

115

(1)

Situational Factors

116

(1)

Needs and Perceptions

116

(1)

Attribution Theory

116

(3)

Impression Management

119

(1)

An Interpersonal Process

119

(1)

A Model and Practical Impression Management

119

(1)

Emotions

120

(3)

Examining Emotions

121

(1)

Primary Emotions

121

(1)

Expressions

121

(1)

Body Language: Mimicking

122

(1)

Facial Feedback

122

(1)

Emotional Labor

122

(1)

Emotional Intelligence

123

(3)

An Illusive Construct

123

(1)

Goleman's Theory of Emotional Intelligence

124

(1)

The Salovey and Mayer Theme

125

(1)

Success in Careers

125

(1)

The Next Generation of El

126

(1)

Summary of Key Points

126

(1)

Review and Discussion Questions

127

(1)

Reading

127

(5)

Exercises

132

(2)

Case

134

(2)

Motivation

136

(38)

The Starting Point: The Individual

139

(2)

Content Approaches

141

(8)

Maslow's Need Hierarchy

141

(2)

Alderfer's ERG Theory

143

(1)

Herzberg's Two-Factor Theory

144

(3)

McClelland's Learned Needs Theory

147

(1)

A Synopsis of the Four Content Theories

148

(1)

Process Approaches

149

(8)

Expectancy Theory

149

(3)

Equity Theory

152

(1)

Change Procedures to Restore Equity

152

(1)

Research on Equity

153

(1)

Goal Setting

154

(2)

Goal-Setting Research

156

(1)

The Motivation and the Psychological Contract

157

(1)

Reviewing Motivation

158

(1)

Summary of Key Points

159

(1)

Review and Discussion Questions

160

(1)

Reading

161

(8)

Exercise

169

(1)

Case

170

(4)

Job Design, Work, and Motivation

174

(31)

Job Design and Quality of Work Life

175

(1)

A Conceptual Model of Job Design

176

(1)

Job Performance Outcomes

176

(2)

Objective Outcomes

176

(1)

Personal Behavior Outcomes

176

(1)

Intrinsic and Extrinsic Outcomes

177

(1)

Job Satisfaction Outcomes

177

(1)

Job Analysis

178

(3)

Job Content

178

(1)

Job Requirements

178

(1)

Job Context

179

(1)

Job Analysis in Different Settings

179

(2)

Job Designs: The Results of Job Analysis

181

(2)

Range and Depth

181

(2)

Job Relationships

183

(1)

The Way People Perceive Their Jobs

183

(2)

Job Characteristics

184

(1)

Individual Differences

184

(1)

Social Setting Differences

184

(1)

Designing Job Range: Job Rotation and Job Enlargement

185

(2)

Job Rotation

185

(1)

Job Enlargement

186

(1)

Designing Job Depth: Job Enrichment

187

(8)

Self-Managed Teams

190

(1)

Alternative Work Arrangements

191

(3)

Job Embeddedness and Job Design

194

(1)

Total Quality Management and Job Design

195

(1)

Summary of Key Points

196

(1)

Review and Discussion Questions

197

(1)

Reading

198

(3)

Exercise

201

(1)

Case

202

(3)

Evaluation, Feedback, and Rewards

205

(41)

Evaluation of Performance

205

(4)

Purposes of Evaluation

206

(1)

Focus of Evaluation

206

(1)

Improving Evaluations

207

(2)

Performance Evaluation Feedback

209

(4)

Purpose of Evaluation Feedback

209

(1)

A Feedback Model

210

(1)

Multisource Feedback: A 360-Degree Approach

211

(2)

Reinforcement Theory

213

(3)

Reinforcement

213

(1)

Punishment

213

(1)

Extinction

214

(1)

Reinforcement Schedules

214

(2)

A Model of Individual Rewards

216

(7)

Intrinsic and Extrinsic Rewards

217

(1)

Extrinsic Rewards

218

(1)

Intrinsic Rewards

219

(1)

Rewards Interact

220

(1)

Administering Rewards

221

(2)

Rewards Affect Organizational Concerns

223

(1)

Turnover and Absenteeism

223

(1)

Job Performance

223

(1)

Organizational Commitment

224

(1)

Innovative Reward Systems

224

(6)

Skill-Based Pay

224

(1)

Broadbanding

225

(1)

Concierge Services

226

(1)

Team-Based Rewards

227

(1)

Part-Time Benefits

228

(1)

Gain-Sharing

228

(1)

Employee Stock Ownership Plans

229

(1)

Line of Sight: The Key Issue

229

(1)

Summary of Key Points

230

(1)

Review and Discussion Questions

231

(1)

Reading

232

(7)

Exercises

239

(4)

Case

243

(3)

Managing Misbehavior

246

(34)

The Management of Misbehavior

246

(1)

The Emergence in Management of the Study of Misbehavior

247

(4)

Antecedents

249

(1)

Mediators

249

(1)

Outcomes

249

(1)

Costs

249

(1)

Management Interventions

250

(1)

Selected Misbehaviors

251

(13)

Sexual Harassment

251

(1)

Aggression and Violence

252

(2)

Bullying

254

(1)

Incivility

254

(1)

Fraud

255

(1)

Substance Abuse at Work

256

(1)

Cyberslacking

257

(1)

Sabotage

258

(1)

Theft

259

(2)

Privacy

261

(3)

Summary of Key Points

264

(1)

Review and Discussion Questions

264

(1)

Reading

265

(13)

Case

278

(2)

Managing Individual Stress

280

(39)

What Is Stress?

281

(1)

Stress Model

282

(1)

Work Stressors: Individual, Group, and Organizational

283

(6)

Individual Stressors

283

(3)

Group, Organizational, and Nonwork Stressors

286

(2)

Cognitive Appraisal

288

(1)

Coping with Stress

289

(1)

Stress Outcomes

289

(5)

Individual Outcomes

290

(3)

Organizational Consequences

293

(1)

Stress Moderators

294

(2)

Personality

294

(1)

Type A Behavior Pattern

295

(1)

Social Support

296

(1)

Stress Prevention and Management

296

(7)

Maximizing Person-Environment Fit

298

(1)

Organizational Stress Prevention and Management Programs

299

(4)

Summary of Key Points

303

(1)

Review and Discussion Questions

304

(1)

Reading

305

(5)

Exercise

310

(2)

Case

312

(2)

Part Two Video Cases

314

(5)

PART THREE GROUP BEHAVIOR AND INTERPERSONAL INFLUENCE

319

(100)

Groups and Teams

321

(35)

The Nature of Groups

322

(1)

An Integrated Model of Group Formation and Development

323

(1)

Types of Groups

323

(2)

Formal Groups

324

(1)

Informal Groups

324

(1)

Why People Form Groups

325

(1)

Stages of Group Development

326

(1)

Forming

326

(1)

Storming

326

(1)

Norming

327

(1)

Performing

327

(1)

Adjourning

327

(1)

Characteristics of Groups

327

(8)

Composition

328

(1)

Status Hierarchy

328

(1)

Roles

328

(2)

Norms

330

(2)

Leadership

332

(1)

Cohesiveness

333

(2)

End Results

335

(1)

Teams

336

(6)

Types of Teams

336

(4)

Team Effectiveness

340

(2)

Summary of Key Points

342

(1)

Review and Discussion Questions

343

(1)

Reading

344

(3)

Exercises

347

(5)

Case

352

(4)

Managing Conflict and Negotiations

356

(31)

A Contemporary Perspective on Intergroup Conflict

357

(3)

Functional Conflict

357

(1)

Dysfunctional Conflict

357

(1)

Conflict and Organizational Performance

358

(1)

Stages of Conflict

358

(2)

What Causes Intergroup Conflict?

360

(3)

Work Interdependence

360

(1)

Goal Differences

361

(1)

Perceptual Differences

362

(1)

The Consequences of Dysfunctional Intergroup Conflict

363

(2)

Changes within Groups

363

(1)

Changes between Groups

364

(1)

Managing Intergroup Conflict through Resolution

365

(4)

Dominating

365

(2)

Accommodating

367

(1)

Problem Solving

367

(1)

Avoiding

368

(1)

Compromising

368

(1)

Stimulating Constructive Intergroup Conflict

369

(3)

Bringing Outside Individuals into the Group

370

(1)

Altering the Organization's Structure

371

(1)

Stimulating Competition

371

(1)

Making Use of Programmed Conflict

371

(1)

Negotiations

372

(1)

Win-Lose Negotiating

372

(1)

Win-Win Negotiating

373

(1)

Negotiation Tactics

373

(1)

Increasing Negotiation Effectiveness

374

(3)

Using Third-Party Negotiations

375

(1)

Negotiating Globally

375

(2)

Improving Negotiations

377

(1)

Summary of Key Points

377

(1)

Review and Discussion Questions

378

(1)

Reading

379

(1)

Exercises

380

(2)

Case

382

(5)

Power, Politics, and Empowerment

387

(32)

The Concept of Power

387

(1)

Where Does Power Come From?

388

(6)

Interpersonal Power

388

(2)

Structural Power

390

(4)

Empowerment

394

(2)

Interdepartmental Power

396

(2)

Coping with Uncertainty

396

(1)

Centrality

397

(1)

Substitutability

398

(1)

The Illusion of Power

398

(2)

Political Strategies and Tactics

400

(4)

Research on Politics

400

(1)

Playing Politics

401

(1)

Game Playing

401

(1)

Political Influence Tactics

402

(1)

Impression Management

403

(1)

Ethics, Power, and Politics

404

(3)

Using Power to Manage Effectively

407

(1)

Summary of Key Points

408

(1)

Review and Discussion Questions

408

(1)

Reading

409

(4)

Exercises

413

(2)

Case

415

(2)

Part Three Video Case

417

(2)

PART FOUR ORGANIZATIONAL PROCESSES

419

(110)

Communication

421

(37)

The Importance of Communication

421

(1)

The Communication Process

422

(4)

How Communication Works

422

(1)

The Elements of Communication

423

(2)

Nonverbal Messages

425

(1)

Communicating within Organizations

426

(2)

Downward Communication

426

(1)

Upward Communication

427

(1)

Horizontal Communication

427

(1)

Diagonal Communication

427

(1)

Communicating Externally

427

(1)

Information Richness

428

(1)

How Technology Affects Communication

429

(3)

Internet/Intranet/Extranet

429

(1)

Electronic Mail (e-mail) and Instant Messaging

429

(1)

Voice Mail

430

(1)

Videoconferencing and Teleconferencing

431

(1)

Smartphones and Handheld Computers

431

(1)

Electronic Meetings

431

(1)

Interpersonal Communication

432

(1)

Multicultural Communication

432

(2)

Words

432

(1)

Space

433

(1)

Time

433

(1)

Barriers to Effective Communication

434

(4)

Frame of Reference

434

(1)

Selective Listening

435

(1)

Value Judgments

436

(1)

Source Credibility

436

(1)

Filtering

436

(1)

In-Group Language

436

(1)

Status Differences

437

(1)

Time Pressures

437

(1)

Communication Overload

437

(1)

Improving Communication in Organizations

438

(3)

Following Up

439

(1)

Regulating Information Flow

439

(1)

Utilizing Feedback

439

(1)

Empathy

440

(1)

Repetition

440

(1)

Encouraging Mutual Trust

440

(1)

Effective Timing

440

(1)

Simplifying Language

440

(1)

Using the Grapevine

441

(1)

Promoting Ethical Communications

441

(2)

Competitive Intelligence

442

(1)

Summary of Key Points

443

(1)

Review and Discussion Questions

444

(1)

Reading

444

(8)

Exercise

452

(2)

Case

454

(4)

Decision Making

458

(33)

Types of Decisions

459

(2)

A Rational Decision-Making Process

461

(5)

Establishing Specific Goals and Objectives and Measuring Results

462

(1)

Problem Identification and Definition

462

(1)

Establishing Priorities

463

(1)

Consideration of Causes

463

(1)

Development of Alternative Solutions

464

(1)

Evaluation of Alternative Solutions

464

(1)

Solution Selection

465

(1)

Implementation

466

(1)

Follow-Up

466

(1)

Alternatives to Rational Decision Making

466

(1)

Administrative Decision Making

466

(1)

Intuitive Decision Making

467

(1)

Behavioral Influences on Decision Making

467

(6)

Values

468

(2)

Propensity for Risk

470

(1)

Potential for Dissonance

470

(2)

Escalation of Commitment

472

(1)

Group Decision Making

473

(6)

Individual versus Group Decision Making

474

(1)

Creativity in Group Decision Making

475

(1)

Techniques for Stimulating Creativity

476

(3)

Summary of Key Points

479

(1)

Review and Discussion Questions

480

(1)

Reading

481

(4)

Exercises

485

(4)

Case

489

(2)

Leadership

491

(38)

What Is Leadership?

491

(5)

Is Leadership Important?

492

(2)

Trait Approaches

494

(2)

Behavioral Approaches

496

(1)

Job-Centered and Employee-Centered Leadership

496

(1)

Initiating Structure and Consideration

496

(1)

Why Trait and Behavioral Approaches Fall Short

497

(1)

Situational Approaches

497

(9)

Fiedler's Contingency Leadership Model

498

(2)

Vroom-Jago Leadership Model

500

(2)

Path-Goal Leadership Model

502

(2)

Hersey-Blanchard Situational Leadership Model

504

(2)

Comparing the Situational Approaches

506

(1)

Other Perspectives, Concepts, and Issues of Leadership

506

(9)

Charismatic Leadership

507

(3)

Transactional and Transformational Leadership

510

(2)

Leader-Member Exchange Approach

512

(2)

Coaching

514

(1)

Multicultural Leadership

515

(1)

Cross-Cultural Research

515

(1)

Substitutes for Leadership

516

(2)

Summary of Key Points

518

(1)

Review and Discussion Questions

518

(1)

Reading

519

(2)

Exercises

521

(3)

Case

524

(4)

Part Four Video Case

528

(1)

PART FIVE ORGANIZATIONAL DESIGN, CHANGE, AND INNOVATION

529

(92)

Organizational Structure and Design

531

(48)

Designing an Organizational Structure

532

(1)

Division of Labor

533

(1)

Delegation of Authority

534

(2)

Reasons to Decentralize Authority

535

(1)

Reasons to Centralize Authority

535

(1)

Decision Guidelines

536

(1)

Departmental Bases

536

(3)

Functional Departmentalization

536

(1)

Geographic Departmentalization

537

(1)

Product Departmentalization

538

(1)

Customer Departmentalization

539

(1)

Span of Control

539

(1)

Required Contact

540

(1)

Degree of Specialization

540

(1)

Ability to Communicate

540

(1)

Dimensions of Structure

540

(3)

Formalization

541

(1)

Centralization

542

(1)

Complexity

542

(1)

Organizational Design Models

543

(7)

The Mechanistic Model

544

(2)

The Organic Model

546

(1)

The Matrix Model

547

(3)

Multinational Structure and Design

550

(2)

Virtual Organizations

552

(3)

The Realities of Virtual Organizations

553

(2)

Boundaryless Organizations

555

(1)

Summary of Key Points

555

(1)

Review and Discussion Questions

556

(1)

Reading

557

(9)

Exercise

566

(2)

Case

568

(11)

Managing Change and Innovation

579

(42)

Alternative Change Management Approaches

581

(1)

Managing Change through Power

581

(1)

Managing Change through Reason

582

(1)

Managing Change through Reeducation

582

(1)

Learning Principles in Change Management

582

(1)

Change Agents: Forms of Intervention

583

(5)

External Change Agents

584

(1)

Internal Change Agents

584

(1)

External-Internal Change Agents

584

(1)

Resistance to Change

585

(1)

Individual Resistance

586

(1)

Organizational Resistance

586

(1)

Strategies for Overcoming Resistance to Change

587

(1)

A Model for Managing Organizational Change

588

(2)

Forces for Change

590

(1)

External Forces

590

(1)

Internal Forces

591

(1)

Diagnosis of a Problem

591

(1)

Selection of Appropriate Methods

592

(10)

Structural Approaches

593

(1)

Task and Technological Approaches

594

(1)

Human Asset Approaches

595

(4)

Multifaceted Approaches

599

(1)

Appreciative Inquiry

600

(2)

Impediments and Limiting Conditions

602

(1)

Leadership Climate

602

(1)

Formal Organization

602

(1)

Organizational Culture

602

(1)

Implementing the Method

602

(1)

Evaluating Program Effectiveness

603

(1)

How Effective Are Change Interventions?

604

(1)

Some Guidelines for Managing Change

605

(1)

Summary of Key Points

605

(1)

Review and Discussion Questions

606

(1)

Reading

606

(6)

Exercise

612

(2)

Case

614

(6)

Part Five Video Case

620

(1)

Appendix A Quantitative and Qualitative Research Techniques for Studying Organizational Behavior and Management Practice